我们个人定位和启用or disabled by our ability to learn. For each of us, this help/hurt reality is directly connected to learning the dynamics of the change process. How we deal with the current blur of new, different, many times confusing and often disruptive people, places, and things that continually bounce into our lives will determine how effective, sane, and successful we are. Humans react to change in interesting and sometimes complex ways.
As we study, learn, and apply effective change agent boss behaviors, we must sort out the difference between how humans react and respond to what is to them a rational issue or process and how we react and respond to the emotional part of what is happening to us. The rational part is based on hard management science; the emotional part involves dealing with the human art of understanding how humans feel. We have discussed in this forum the illogic of how fire officers are typically trained and socialized (95 percent tactical/5 percent human relations) and then actually spend their time doing 95 percent human stuff and 5 percent hose and ladders.
About 20 years ago, we started a discussion about delivering service to Mrs. Smith, who is our typical customer. As we described how she connects to the experience of having a very personal problem that is disrupting her life and calling us for help, it became natural for us to understand the emotional reaction she is having. Looking at our response in a way that considers how she feels about her situation and the memory she is left with, based on how we treated her, allowed a new discussion inside our service about the emotional dynamics of how we interact with her.
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